Standard Chartered Plc · LSE:STAN

Standard Chartered — Investor Presentation (October 2017)

11 slides from Standard Chartered's investor presentation, Oct 3, 2017

  1. Slide 1: Chairman's Governance Update

    Chairman’s Governance Update 3 October 2017

  2. Slide 2: Introduction

    Introduction • Standard Chartered is unique, operating in some of the World’s most dynamic markets  We have the privilege, opportunity and responsibility to be a force for good in our markets  The Board is realistic concerning the challenges and risks that the Group faces  Maintaining the highest

  3. Slide 3: Board and Committee structure: overview

    Board and Committee structure: overview CHAIR Standard Chartered PLC The Board is collectively responsible for the long-term Audit Committee success of the Group and for ensuring leadership within Naguib Oversight and review of financial, audit, internal control and non- a framework of effective con

  4. Slide 4: Board and Committee structure: linkages

    Board and Committee structure: linkages • All the Board Committees are made up of independent non-executive directors and play an important role in supporting the Board  The Governance and Nomination Committee, in keeping with the provisions of the UK Corporate Governance Code, is chaired by the Gr

  5. Slide 5: Selected Board statistics: diversity

    Selected Board statistics: diversity 4

  6. Slide 6: Selected Board statistics: experience

    Selected Board statistics: experience 5

  7. Slide 7: Selected Board statistics: tenure

    Selected Board statistics: tenure 6

  8. Slide 8: Selected Board statistics: network engagement

    Selected Board statistics: network engagement 7

  9. Slide 9: Selected Board statistics: 2016 attendance

    Selected Board statistics: 2016 attendance • We expect our independent non-executive directors to commit sufficient time to discharge their responsibilities • In general, we estimate that each independent non- executive director spent approximately 35 to 50 days on Board-related duties, and consider

  10. Slide 10: Chairman priorities

    Chairman priorities • Encouraging start to 2017, making steady progress against our strategic objectives Unlock true potential • No shortcuts: it takes time to deliver fundamental change, there is still much work to be done • Culture – how we act and behave consistently – will determine how much pot

  11. Slide 11: Continuing the fight against financial crime

    Continuing the fight against financial crime Fighting financial crime matters Engaging our people The right controls  Investing in people, processes and systems • The Whole Story: • Continued investment in multi-year campaign people, processes and • Mandatory and specialist training systems  New C

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